Barriers to Effective Human Resource Management

Extracts from this document...

Introduction

Barriers to Effective Human Resource Management Preface This essay will attempt to find out the various barriers to effective Human Resource Management in competitive environment today. Starting from grass root level i.e. with a brief introduction and definition of HRM from different resources, this essay will explain all the barriers to effective HRM in detail as it goes through. Providing a comparison among various models and specially taking in to account the Kan, Crawford and Grant's article about the barriers to effective HRM, this essay establish a clear understanding of the topic. Further this is a little attempt to understand what the human resource management is? And what are the barriers and contradictions to effective Human resource Management. It explains the Kane, Crawford and Grants model in depth with reasonable arguments, Afterwards it tries to present a critical analysis of the model by Kane, Crawford and Grant and other models presented so for. Further it describes many other important barriers and restrictions to effective HRM. While pointing out the barriers it also suggest the possible solutions to those barriers. Ending with a conclusion it provides the details of the references. Whatever has been taken from other resources has been referenced properly. There is list of all those references that have been used in the text. Harvard referencing system has been used. Human Resource Management Human being along with many other resources run an organization. Where an organisation has to manage its other resources it does need to mange human resources as well to achieve its goals. An effective human resource management is the most import factor for an organisation. To achieve short term and long-term goals an organisation needs a skilled and professional workforce to fulfil its objectives. This workforce or human resources are vital assets for an organisation. How to utilise abilities and skills of those qualified, experienced and well-trained employees in useful manner, is exactly what HRM supposed to deal with? ...read more.

Middle

Everyone may have his/her own different perceptions about a particular matter. Similarly in organizations employees possess different perceptions. HRM managers are supposed to implement rules and regulations in such a way that it could minimize the chances of tensions. It is perhaps not surprising that HRM staff would rate their own helpfulness to managers and employees at a higher level than would non-HRM staff. HRM staff and managers are not able to perceive the certain operations as non-HRM staff can. This barrier exists because of the reasons that they cannot be professional in all the fields and departments of an organisation. So they try to implement the operations according to their own perceptions. However, the finding of more positive responses from senior level staff and from those who claimed greater familiarity with HRM in their organisation invites some discussion. It could be that these respondents simply have a greater knowledge of HRM as practised in their organisations, and that their views are thus more accurate. On the other hand, they might also feel a greater investment in the organisation's management and its HRM, and either tend to respond somewhat defensively to the questions or at least not appreciate how top management and HRM effects lower level staff and those with less contact with HRM. Regardless of the interpretation, the finding of significant differences on the basis of these particular background variables supports the need for a multi constituency approach to evaluating HRM effectiveness. (Kane, Crawford and Grant, 1999, pp16) Critical Analysis Kane, Crawford and Grant discuss only one major barrier in their article. That is all about the HRM staff deficiencies, lake of proven knowledge, top management and HR staff perception. They did not include many other important barriers to effective HRM. Their analyses represent only five countries. Where as they do not discuss other countries China and Japan where HRM is really effective and organisations and world famous companies of those countries are really successful in implementing the HRM practises. ...read more.

Conclusion

Managerial behaviour sometimes becomes a barrier to effective HRM when the line managers start favouritism to some people working under them or when do not behave properly to the people working under them by not giving them empowerment and decision making authorities while they are working or when the managers try to enforce their own instructions and dictations. As discussed earlier that managerial behaviour does affect the employees' quality of goods and services. Detecting which line manager is not working properly and becoming costly for the organisation in the sense that people working under him leave the job, is not difficult for HRM department. But the actual barrier is how to teach the line managers the ethics of get their job done in a pleasant environment. As line managers could take it as a matter of prestige. Therefore HRM managers are supposed to handle such situation to get the satisfactory performance from line managers. Conclusion Managing the organisations and people is not idealistic infect. It's the era of employees right and freedom. Research and practices has made easier to manage human resources effectively than few years back. An organisation just need to employ the proficient and skilled HR staff to implement the effective HR policies and discipline right according to the latest researches. Kane, Crawford and Grant identified the basic barriers to effective HRM. And almost all of them are related to HRM staff and managers' skills, knowledge and efficiency. They are right that HRM staff's lack ness of skills is the major barrier infect. All other barriers are miner and overcoming on those barriers is the responsibility of the HRM manager and staff by policies and planning. Therefore, It is suggested to the organisations to train their staff and equip them with new techniques and knowledge to manage the activities effectively: to achieve the best performance from employees and make the organisation competitive and market leader. ...read more.

Related University Degree Human Resource Management essays

This creates more employee ownership of the plan and capitalises on the fact that often the most valuable business intelligence can come from employees who are at the bottom of the organizational hierarchy. * Lastly, the strategic planning process less reactive and more driven by line leadership.

Organisations who found adopting the classical approach practice a clear, rational, planned and deliberate process of strategy formation and aim for maximisation of profits. The Evolutionary Approach, organisations find themselves in unpredictable and dynamic environments where it is not possible to adopt the Classical approach practice, the "key to success

This paper will help us to understand the nature and characteristics of the new approach in dealing with human elements of the organization. It will also be useful in designing the competent Human Resource strategies to combat the present day complexities of Human Resource Management and to gain competitive advantages in the world of technological uniformity.

Chiu 1994 2,400 employees of Taiwan Semiconductor Manufacturing Co. People with A-type personality characteristics perceive more anxiety, disconsolation, low self-respect than those people with B-type, yet the overall job stress does not reach significant level. Chang 2003 260 contractual personnel at 11 schools The research result finds that personality characteristics has no evident influence on turnover intention.

Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives. Producing a human resource plan involves: * forecasting staffing requirements against business objectives * assessing the available supply of people to meet those requirements

with employees efficiently to where information is missing and where misunderstanding is taking place. The best approach to overcome all the resistance to change would be to follow the 8 step change process by Kotter (2007), which consists of the following: 1.

Garvin (1993) described the path proposed researchers as naïve and without of an agenda grounded in realistic action and offered a criticism by referring to theory based commendations as far too abstract, leaving too many questions to be muddled over by those responsible for implementation.

Devolution should be accompanied with a clear communication by the top management in order to remove concerns of line managers. Organizations should convey the clear vision for devolving people management activities to line. This is crucial to win the confidence of line and to ensure the quality of HR related work performed by the line.